Feedback-Related Uncertainty as Possible Driver of Feedback Seeking and Role Ambiguity

As the positive effect of feedback seeking presumably relates to individuals’ adaptation to uncertainty at work, it is important to better understand how feedback seeking and uncertainty interact dynamically. In the present study, we adopt a process perspective and study the reciprocal relationship between feedback seeking and role ambiguity - a contextual factor capturing uncertainty at work - longitudinally. Specifically, we propose that role ambiguity enhances the search for feedback, which in turn can decrease role ambiguity. We investigate feedback-related uncertainty as a mechanism driving the reciprocal relationship, and include two independent sources of feedback (supervisors, coworkers). We test our hypotheses using (random intercept) cross-lagged panel models in a sample of N = 1’967 employees who were surveyed weekly over six weeks. Our results reveal that role ambiguity and feedback seeking are not directly related but rather show an indirect link through feedback-related uncertainty. Theoretical implications of our findings are discussed in relation to previous research on role ambiguity and feedback seeking and the use of process perspectives in organizational psychology research, and practical relevance for the integration of proactivity at work under uncertainty are outlined.